USM Identity: Getting the Word Out
USM President Richard Pattenaude is frustrated by hearing
a certain phrase: "Gee, I didn't know that was going on at
USM; that's impressive." It's not only that he encounters
these words daily in his travels among business leaders, Trustees,
donors, legislators and the public. He hears them often from
USM faculty and administration.
"I'm astonished and in deep admiration of the many wonderful
things that go on at this university," says Pattenaude. "But
I'm equally astonished by the lack of internal awareness.
When a faculty member says to me, 'Why doesn't the public
know more about what we do?' the answer is that we don't really
market ourselves in a thoughtful, coherent fashion. I think
it's time for us to leverage our collective power to help
the world, and ourselves, understand the good things that
go on at this university and the prominent role we play in
the community."
Pattenaude's perceptions aren't merely anecdotal. Nearly
two years ago, work began on a comprehensive marketing plan
for the University. USM Vice-President Beth Shorr, and Julie
Cameron, Executive Director of Publications and Marketing,
spearheaded the identity initiative. Their work included research
to measure public perceptions of the University, as well as
numerous brainstorming sessions with the President and his
staff, as well as representatives from faculty and staff.
From these sessions, a USM "branding" strategy was developed
to identify and communicate the most universal and unifying
aspects of the University.
The branding strategy includes development of a new logo
for the University, articulation and dissemination of several
key "promises" the University makes to its students and the
community, and a blueprint for helping all colleges, departments,
and programs align their individual communications in support
of those promises.
A lynchpin of the plan was research conducted in 2001 by
Critical Insights, a Portland-based market research firm.
Baseline telephone interviews conducted in five Maine counties
showed that, overall, community/opinion leaders and the general
public have a favorable impression of the University, but
lack an understanding of the breadth of USM's programs, the
quality of its faculty, and the strength of the institution
in the community.
These distinctions can play a critical role in the long-term
academic and financial health of an institution such as USM,
where operational funding hinges on Legislative support and
where growth depends largely on public bond monies and fund-raising
campaigns.
"We need to solidify our place in the minds of our constituents,"
says Shorr. "One of USM's great strengths is that we are so
comprehensive in our offerings. Another great strength here
is that wešre so entrepreneurial -- we've grown centers and
programs and colleges to meet the needs of the community.
But that has created some confusion in the general public.
There hasn't been a truly consistent look to what wešre presenting."
One of the first tasks of the identity initiative was to
conduct a survey of University publications and logos. "It
was astonishing," says Cameron. "There were over 70 distinct
designs, many of which didn't include the University's name.
While it's important to honor the culture of individuality
at USM, one clear voice is much more understandable than 70
different ones spoken at once."
"I think we will have to at least ask all of the programs
and units in this institution to more openly acknowledge that
they are an integral part of USM," says Pattenaude. "I'm going
to push that pretty hard. I believe it is my responsibility
to foster a sense of wholeness, to help us present an organization
that is coherent and unified."
The development of a "voice" for the University has proven
to be one of the more significant, and intensive, aspects
of defining a "brand." In addition to developing a visual
identity for the University, Shorr and Cameron worked with
USM faculty, students, deans, and staff to help distill the
breadth of USM's mission and offerings into several identifiable
promises that define USM and distinguish it in the marketplace.
Those are:
USM is
A university where changes happen -- in people's
lives, in the community, in the world.
A university rich in possibilities: rigorous intellectual
challenge, professional and personal development, expanded
global understanding and appreciation, and community service.
A university deeply involved in its region -- inspired
by the regionšs needs, responsive to the region's needs, providing
leadership for the region. In fact, USM is central to the
future of Mainešs economic, cultural, and social well-being.
These messages may seem broad, says Cameron, "however, they
boil down to very personal, practical applications. They are
embodied in the way we conduct business in the classrooms
and labs and offices. They're reinforced when potential students
come on campus and are made to feel welcomed. They help alumni
stay connected, or in some cases, reconnect.
The first tangible articulation of USM's unique brand is
the new logo. It was developed by a team of graphic designers
assembled from within the USM community and with volunteer
advertising agency talent. The group met over a six month
period and developed over 100 logos, or marks, before narrowing
the selection down to three possible designs. These three
designs were then tested on representatives from key faculty,
staff, and program groups to solicit feedback. The selected
USM logo features a vibrant yellow graphic, representative
of both a pillar and a torch. A modern typeface was selected
to suggest the progressive nature of the institution.
"What we've got in our new logo is a clear visual representation
of our core values -- three promises, three campuses, three
missions: service, teaching, scholarship," says Pattenaude.
"I think there are some consistent themes that unite us all
in our work, around which we can engage in our own areas of
specialization."
The positive synergy of a clearer and more ubiquitous USM
brand was tested by a follow-up phone survey completed in
June. Respondents were asked whether their perceptions of
several key USM schools and programs would be altered if the
entity's name included USM, to reflect its relationship with
the institution. In all cases, opinion of the individual programs
was positively affected by its association with the University.
Shorr acknowledges that "the idea of applying business principles
to education typically raises debate within academic communities,"
creating what some see as a competitive, rather than a collegial,
model for recruiting and retaining students. Educators, she
says, are understandably wary of touting oversimplified slogans
to describe the strata of knowledge a university education
offers.
However, counters Pattenaude, there is a major difference
between corporate and educational branding. "University branding
isn't about hype, or spin," he says. "It's about communicating
the ways in which we touch people's lives. We are an energetic
and rigorous university that works hard to transform people's
lives and the life of the community by offering needed and
thoughtful academic programs, public service, and research.
The 'product' our clients are buying is a deeper understanding
of themselves, and greater skills for living and working in
their community."
Jack Trifts, Dean of USM's School of Business, has been quick
to jump on the branding bandwagon, although he acknowledges
he was predisposed to do so because "marketing and promotion
are much of what we do for a living."
The School of Business recently redesigned their printed
program materials to reflect the school's emphasis on partnership
with the business community and with students, and is planning
to launch a marketing campaign in the fall to advertise the
excellence of the school's students, alumni, and faculty.
"All of these messages are consistent with the messages framing
the USM brand," says Trifts. "We do change the lives of our
students. We're very directly involved in the region's needs
and central to the future of the Maine economy.
"Most of us tend to think of marketing dollars as what's
left over when everything else is spent," adds Trifts. "My
priorities now are that marketing dollars are your first dollars.
We have limited resources, but marketing is not a luxury;
it's a necessity to build the image of an institution. It
helps to build your business."
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